Download - Unlocking the formula for sustainable digital product excellence. WF Talks Sydney, Sept 2015
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Unlocking the formula for sustainable digital product excellence.
Jess Ross & Lauren Argenta Wilson Fletcher ANZ
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“ Innovation remains a frustrating pursuit. Failure rates are high and even successful companies can’t sustain their performance.
“The root cause is that companies fall into the trap of adopting whatever best practices are in vogue or aping the exemplar innovation of the moment.”
Gary P Pisano, Harvard Business Review, June 2015
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Unlocking the formula for sustainable digital product excellence is the defining challenge of our age.
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Many organisations are aggressively integrating digital and design capability into their business.
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Naturally, all these models have positives and negatives. In more advanced markets such as the US and the UK, many large established organisations are already on their third or fourth cycle, having still not found one that works for them…
SINGLE INTERNAL DIGITAL DESIGN TEAM
EXTERNAL INNOVATION LAB
INTERNAL DISRUPTION TEAM
DISTRIBUTED DIGITAL RESOURCE
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WHY IS IT SO HARD?
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“ Innovation remains a frustrating pursuit. Failure rates are high and even successful companies can’t sustain their performance.
“The root cause is that companies fall into the trap of adopting whatever best practices are in vogue or aping the exemplar innovation of the moment.”
Gary P Pisano, Harvard Business Review, June 2015
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Our current model for achieving digital innovation is Silicon Valley. It’s start-ups. It makes sense, these guys are living the dream. And they’re what many established organisations fear. They’re the disruptors.
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But the agendas, challenges, risks and aims of start-ups and established organisations are dramatically different. So why are we looking to the working practices adopted by start-ups to provide the answers for established organisations? There is a fundamentally broken logic here.
Established orgs Start-upsORGANISATIONAL TRAITS
Volume of productsScaleReputationHeritage/legacyDigital leadership skillsMARKET CONTEXT
Disruptive threatsCommercial riskCustomer expectationsTrend fragility
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Start-ups are the product of innovation, not the engine.
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$1BN $120M$970M
Before it even launched
And their marker of success is how much you can be sold for, not how much money they make; because a lot of them don’t make any money at all.
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Agile Delivery FrameworkLEARNINCEPTION
(PLANNING)DISCOVERYINVESTMENT
THEMES
ANALYTICS
KPI’s
CUSTOMER FEEDBACK
DELIVERY
SPRINT BACKLOG
SPRINT BACKLOG
1-4 WEEK SPRINTS1-4 WEEK
SPRINTS1-4 WEEK SPRINTS1-4 WEEK
SPRINTS
DAILY STAND
UPS
FINISHED WORK
BUSINESS STRATEGY
BUSINESS
PORTFOLIO PLANNING AND OPTIMISATION
STAKEHOLDER ENGAGEMENT
UX EXPLORATION: • Problem framing • Ideation • Personas • Concepts • User journeys • Content strategy
PRODUCT BACKLOG
SPRINT PLANNING
DEFINE THE PROJECT TEAM:
• Product owner • UX lead • BA • Delivery
Yet this is the model that many established organisations adopt to deliver digital products into market. The focus is often solely on delivery, which unfortunately ends up in the exclusion of the product itself.
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NEVER COMPROMISE PRODUCT QUALITY
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The importance of the interface
How experience design feels to
businesses
How experience design feels to
customers
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Minimum product
DELIGHTFUL
USABLE
VALUABLE
FEASIBLE
Minimum viable product
What is released
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TIP 1: MAKE YOUR VISION TANGIBLE.
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We need a step change
Our product is dying and in need
of reinvention
We need something new
These are the moments of greatest risk in the product lifecycle. They are the times at which it makes sense to bring in specialists, and to explore and validate all assumptions with customers.
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To understand the scope of the new opportunity, you need to take the time to explore what the new customer experience could or should be. Once you do this, you can pull together a more robust business case or reduce losses before you invest too much.
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TIP 2: DON’T UNDERESTIMATE THE VALUE OF A GREAT PRODUCT MANAGER
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Customer Business
Market trendsYour product
manager
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PRODUCT
MANAGERS
I
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TIP 3: EXPERIMENT BEHIND CLOSED DOORS
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Start ups are often quoted as pushing a fail fast agenda; get it out and learn in market. We acknowledge that you won’t always know what you need to do, and you will need to experiment in order to get that right, but in our opinion established organisations need to do it behind closed doors.
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Start-up MVP
DELIGHTFUL
USABLE
VALUABLE
FEASIBLE
Established org MVP
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SO IN SHORT…
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Don’t focus on delivery to the
exclusion of the product
Always make your vision
tangible
Arm your process with product managers as
guides
Experiment often but always
behind closed doors
Fund exploration to really
understand your POC before you business case
Don’t design an MP. Design a
vision and then release an MVP
In short…
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Thank you@wilsonfletcher
#WFtalks
www.wilsonfletcher.com